PMP Worksheets

reparation Worksheet #1
Project Integration Management ± Processes & activities required to ensure that the various elements of the project are properly coordinated to meet stakeholder expectations. Area Process 4.1 Develop Project Charter which formally authorizes a project Inputs ¨ Contract ¨ SOW (includes business need, scope description, strategic plan) ¨ EEF ¨ OPA (templates, procedures) 4.2 Develop Preliminary Project Scope Statementwhich provides a high level scope description ¨ Project charter ¨ SOW ¨ EEF ¨ OPA ¨ Project mgmt methodology ¨ PMIS ¨ Expert judgment ¨ Preliminary project scope statement Initiating Tools and Techniques ¨ Project selection methods ¨ Project mgmt methodology ¨ PMIS ¨ Expert judgment Outputs / Deliverables ¨ Project Charter Process Group Initiating Sponsor initiates the charter; charter includes 1) requirements to satisfy needs (³what´) 2) business needs that the project addresses (³why´) 3) justification 4) named project manager 5) milestones 6) assumptions 7) constraints (³fixed dates´) 8) business case 9) summary budget Scope includes 1) objectives 2) product requirements 3) acceptance criteria 4) project deliverables 5) constraints & assumptions 6) project organization 7) initial risks 8) milestones 9) initial WBS 10) high level cost estimate 11) project configuration mgmt requirements 12) approval requirements 4.3 Develop Project Management Plan that documents what is needed to define, prepare, integrate & coordinate all subsidiary plans ¨ Preliminary project scope statement ¨ Project management processes ¨ EEF ¨ OPA ¨ Project mgmt methodology ¨ PMIS includes config mgmt system to identify changes to product and control changes ¨ Expert judgment ¨ Project management plan Planning Plan includes 1) processes selected 2) level of implementation 3) tools to be used 4) interactions 5) how to execute work 6) how to control changes 7) how to do configuration mgmt 8) baselines use 9) communication needs 10) project phases 11) key mgmt issues Other Notes

4.4 Direct & Manage Project Execution by executing the work defined in the project management plan to meet requirements defined in the scope statement

¨ Project management plan ¨ Approved corrective actions ¨ Approved preventive actions ¨ Approved change requests ¨ Approved defect repair ¨ Validated defect report ¨ Administrative closure procedure

¨ Project mgmt methodology ¨ PMIS

¨ Deliverables ¨ Requested changes ¨ Implemented change requests ¨ Implemented corrective actions ¨ Implemented preventative actions ¨ Implemented defect repair ¨ Work performance information (status, budget, % complete)

Executing

Actions include 1) perform activities 2) spend money 3) train staff 4) manage vendors 5) implement standards 6) create, control & validate deliverables 7) manage risk & risk response activities 8) adapt scope changes as needed 9) manage communications 10) collect project data including cost & milestones 11) collect & document lessons learned and process improvement actions

4.5 Monitor & Control Project Workthrough the processes required to initiate, plan, execute & close a project to meet performance objectives defined in the project management plan 4.6 Integrated Change Control by reviewing all change requests, approving changes & controlling changes to the deliverables & organizational process documents

¨ Project management plan ¨ Work performance information ¨ Rejected change requests

¨ Project mgmt methodology ¨ PMIS ¨ Earned Value technique ¨ Expert judgment

¨ Recommended corrective actions ¨ Recommended preventative actions ¨ Forecasts ¨ Recommended defect repair ¨ Requested changes

Monitor & Control

Actions include 1) compare actual vs. plan 2) determine corrective actions needed 3) analyze risks & ensure corrective actions taken 4) maintain information base 5) status reporting 6) forecasting

¨ Project management plan ¨ Requested changes ¨ Work performance information ¨ Recommended preventative actions ¨ Recommended corrective actions ¨ Recommended

¨ Project mgmt methodology ¨ PMIS ¨ Expert judgment

¨ Approved change requests ¨ Rejected change requests ¨ Project management plan (updates) ¨ Project scope management (updates)

Monitor & Control

Change control is needed because projects seldom run according to plan. Changes must be managed; also includes documenting changes and only releasing approved changes. Defect repair must be validated and quality controlled. Configuration management also occurs ± identify changes, determine if

Every documented change must either be accepted or rejected by some authority. and only the work required. standards Outputs / Deliverables ¨ Project scope management plan Process Group Planning Project scope management plan includes 1) process to prepare detailed scope based on preliminary scope 2) process to create WBS from scope 3) process to specify verification of deliverables 4) process to control Other Notes .defect repair ¨ Deliverables ¨ Approved corrective actions ¨ Approved preventative actions ¨ Approved defect repair ¨ Validated defect repair ¨ Deliverables changes have been implemented. forms.7 Close Project by finalizing all activities across all of the project process groups to formally close the project ¨ Project management plan ¨ Contract documentation ¨ EEF ¨ OPA ¨ Work performance information ¨ Deliverables ¨ Project mgmt methodology ¨ PMIS ¨ Expert judgment ¨ Administrative closure procedure ¨ Contract closure procedure ¨ Final product. 4.1 Scope Planning by creating a project scope management plan which includes how the WBS will be created & defined ¨ EEF ¨ OPA ¨ Project charter ¨ Preliminary project scope statement ¨ Project Inputs Tools and Techniques ¨ Expert judgment ¨ Templates. to complete the project successfully. service or result ¨ OPA (updates) Closing Updates after project completion include 1) formal acceptance documentation (written) 2) project files updated 3) project closure documents prepared (even for projects halted before completion) 4) historical information is used to update the ³lessons learned´ database Preparation Worksheet #2 Project Scope Management ± Processes required to ensure that the project includes all the work required. focus on what is and what is not included in the project Area Process 5. and verify changes after complete.

and defined in terms of how the project will actually be executed and controlled.5 Scope Control by ¨ Project scope statement ¨ WBS dictionary ¨ Project scope management plan ¨ Deliverables ¨ Project scope ¨ Inspection ¨ Accepted deliverables ¨ Requested changes ¨ Recommended corrective actions Monitor & Control Scope verification is primarily concerned with acceptance of the scope by stakeholders ¨ Change control ¨ Project scope Monitor Uncontrolled changes called ³scope .management plan 5.3 Create Work Breakdown Structure (WBS) by subdividing the deliverables & work into smaller. Includes 1) objectives 2) scope description 3) requirements 4) boundaries (excluded items) 5) deliverables 6) acceptance criteria 7) constraints 8) assumptions 9) organization 10) risks 11) milestones 12) funding 13) cost estimate 14) configuration management requirements 15) project specifications 16) approval requirements 5.4 Scope Verificationthrough formal acceptance of the completed project deliverables 5. Each component must be assigned.2 Scope Definitionby developing a detailed project scope statement ¨ OPA ¨ Project charter ¨ Preliminary project scope statement ¨ Project scope management plan ¨ Approved change requests ¨ Product analysis ¨ Alternatives identification ¨ Expert judgment ¨ Stakeholder analysis ¨ Project scope statement ¨ Requested changes ¨ Project scope management plan (updates) Planning scope changes Preparation of a detailed scope statement is critical to the project success. 5. more manageable components ¨ OPA ¨ Project scope statement ¨ Project scope management plan ¨ Approved change requests ¨ WBS templates ¨ Decomposition ¨ Project scope statement (updates) ¨ WBS ¨ WBS dictionary ¨ Scope baseline ¨ Project scope management plan (updates) ¨ Requested changes Planning Decomposition divides work into smaller elements by 1) identify deliverables 2) structure and organize WBS 3) decomposing upper WBS into lower level detailed components 4) assign ID codes to WBS components 5) verifying that degree of decomposition is sufficient.

k. S-F). S-S.a Activity on Node) uses 4 types of dependencies (F-S.2 Activity Sequencingby identifying and documenting dependencies among ¨ Project scope statement ¨ Activity list ¨ Activity attributes Inputs Tools and Techniques ¨ Decomposition ¨ Templates ¨ Rolling Wave planning ¨ Expert judgment ¨ Planning component (control account.controlling changes to the project scope statement ¨ WBS ¨ WBS dictionary ¨ Project scope management plan ¨ Performance reports ¨ Approved change requests ¨ Work performance information system ¨ Variance analysis ¨ Replanning ¨ Configuration management system statement (updates) ¨ WBS (updates) ¨ WBS dictionary (updates) ¨ Scope baseline (updates) ¨ Requested changes ¨ Recommended corrective action ¨ OPA (updates) ¨ Project Management Plan (updates) & Control creep´. planning package) ¨ Precedence diagramming method (PDM) ¨ Arrow diagramming ¨ Project schedule network diagrams ¨ Activity list (updates) Planning PDM (a. Outputs / Deliverables ¨ Activity list ¨ Activity attributes ¨ Milestone list ¨ Requested changes Process Group Planning The activity list does not include any schedule activities that are not required as part of the project scope. Other Notes .Processes required to ensure timely completion of the project Area Process 6. F-F. thus this process is needed Preparation Worksheet #3 Project Time Management .1 Activity Definition by identifying the specific activities that must be performed to produce the various project deliverables ¨ EEF ¨ OPA ¨ Project scope statement ¨ WBS ¨ WBS dictionary ¨ Project management plan 6. Change is inevitable.

k.Project Time Management .3 Activity Resource Estimatingthrough estimating the type & quantity of resources needed to complete each activity ¨ EEF ¨ OPA ¨ Activity list ¨ Activity attributes ¨ Resource availability ¨ Project management plan ¨ Expert judgment ¨ Alternatives analysis ¨ Published estimating data ¨ Project management software ¨ Bottom-up estimating ¨ Activity resource requirements ¨ Activity attributes (updates) ¨ Resource breakdown structure ¨ Resource calendars (updates) ¨ Requested changes 6.Processes required to ensure timely completion of the project Area Process schedule activities Inputs ¨ Milestone list ¨ Approved change requests Tools and Techniques method (ADM) ¨ Schedule network templates ¨ Dependency determination ¨ Applying leads and lags 3 types of dependencies . optimistic ¨ Activity duration estimates ¨ Activity attributes (updates) Planning Planning Outputs / Deliverables ¨ Activity attributes (updates) ¨ Requested changes Process Group ADM (a.a. Activity on Arrow) uses only F-S dependencies.mandatory. (Usually shown as a dashed line.4 Activity Duration Estimating by estimating the number of work periods which will be needed to complete individual activities ¨ EEF ¨ OPA ¨ Project scope statement ¨ Activity list ¨ Activity attributes ¨ Activity resource requirements ¨ Resource calendars ¨ Project management plan ¨ Expert judgment ¨ Analogous estimating (use actual duration of similar activity from past) ¨ Parametric estimating (hours per meter) ¨ Three-point estimates (average of most likely. discretionary (best practices) and external. 6. Allows dummy activities to show logical relationships.) Other Notes .

Progress reporting includes actual start and finished dates. including schedule management plan) Planning Critical Path is the longest path through a network diagram and shows earliest completion of a project. Define critical path.6 Schedule Control ± controlling changes to the project schedule including 1) determining current status of project schedule 2) influencing factors that cause changes 3) determining that the schedule has changed 4) ¨ Schedule management plan ¨ Schedule baseline ¨ Performance reports ¨ Approved change requests ¨ Progress reporting ¨ Schedule change control system ¨ Performance measurement ¨ Project management software ¨ Variance analysis ¨ Schedule ¨ Schedule model data (updates) ¨ Schedule baseline (updates) ¨ Performance measurements ¨ Requested changes ¨ Recommended Monitor & Control Key measures include Schedule Variance (SV) and Schedule Performance Index (SPI). CPM uses the most likely estimate to calculate the float to determine project duration and scheduling flexibility.. 6. Schedule revisions are a special .5 Schedule Developmentby analyzing activity sequences.Processes required to ensure timely completion of the project Area Process Inputs (risk register. activity durations. then apply resources ± often path changes. activity cost estimates) Tools and Techniques & pessimistic) ¨ Reserve analysis Outputs / Deliverables Process Group Other Notes 6.Project Time Management . bar chart (gantt). Schedule can be showed as a network diagram. and remaining durations for unfinished activities. and resource requirements to create the project schedule ¨ OPA ¨ Project scope statement ¨ Activity list ¨ Activity attributes ¨ Project schedule network diagrams ¨ Activity resource requirements ¨ Resource calendars ¨ Activity duration estimates ¨ Project management plan (risk register) ¨ Schedule network analysis ¨ Critical path method ¨ Schedule compression ¨ What-if scenario analysis ¨ Resource leveling ¨ Critical chain method ¨ Project management software ¨ Applying calendars ¨ Adjusting leads and lags ¨ Schedule model ¨ Project schedule ¨ Schedule model data ¨ Schedule baseline ¨ Resource requirements (updates) ¨ Activity attributes (updates) ¨ Project calendar (updates) ¨ Requested changes ¨ Project management plan (updates. or milestone chart. Critical chain modifies schedule to account for limited resources.

Processes required to ensure timely completion of the project Area Process managing changes as they occur Inputs Tools and Techniques comparison bar charts Outputs / Deliverables corrective actions ¨ OPA ¨ Activity list (updates) ¨ Activity attributes (updates) ¨ Project management plan (updates) Process Group category of schedule updates ± generally incorporated in response to approved change requests. assumptions. Reserve analysis includes ³known unknowns´. risk register) Inputs Tools and Techniques ¨ Analogous estimating ¨ Determine resource cost rates ¨ Bottom-up estimating ¨ Parametric estimating ¨ Project management software ¨ Vendor bid analysis ¨ Reserve analysis ¨ Cost of quality 7. Other Notes Preparation Worksheet #4 Project Cost Management ± processes in planning and controlling costs so that the project can be completed within budget Area Process 7. basis of estimate.1 Cost Estimatingthrough approximating the costs of the resources needed to complete project activities ¨ EEF ¨ OPA ¨ Project scope statement ¨ WBS ¨ WBS dictionary ¨ Project management plan (schedule & staffing mgmt plan. ROM) ¨ Requested changes ¨ Cost management plan (updates) Process Group Planning Top down / analogous estimating is generally less costly and less accurate than other techniques. constraints.2 Cost Budgeting by ¨ Project scope ¨ Cost aggregation ¨ Cost baseline Planning Cost baseline is a time-phased budget Outputs / Deliverables ¨ Activity cost estimates ¨ Activity cost estimate supporting detail (description. Project in initiation phase as rough order of Magnitude (ROM) of ± 50/+100%. Bottom-up estimating accuracy is driven by size of work items being estimated. later could go to ± 10%/+15% Other Notes .Project Time Management . The original schedule baseline and model are saved to prevent loss of data.

CPI used to forecast completion date and project cost projection Project funding requirements are derived from the cost baseline.Actual Cost ¨ ETC ± Estimate to Complete ¨ EAC ± Estimate at Completion Formulas to remember: ¨ Schedule Variance = EV-PV ¨ Cost Variance = EV-AC ¨ Schedule Performance Index = EV/PV ¨ Cost Performance Index = EV/AC (<1. Other Notes . Process Group to measure and monitor cost performance. changes to project scope and cost ± not part of the project cost baseline or earned value. but potentially required. 1.Earned Value ¨ AC .Planned Value (also Budget at Completion BAC) ¨ EV . > 1.Project Cost Management ± processes in planning and controlling costs so that the project can be completed within budget Area Process aggregating estimated costs of individual activities or work packages to establish a cost baseline Inputs statement ¨ WBS ¨ WBS dictionary ¨ Activity cost estimates ¨ Activity cost estimate supporting detail ¨ Project schedule ¨ Resource calendars ¨ Contract ¨ Cost management plan 7.0 on budget.0 underrun) ¨ SPI. Tools and Techniques ¨ Reserve analysis ¨ Parametric estimating ¨ Funding limit reconciliation Outputs / Deliverables ¨ Project funding requirements ¨ Cost management plan (updates) ¨ Requested changes Reserve are budgeted for unplanned.0 overrun.3 Cost Control by influencing factors that create cost variances & controlling changes to the project budget ¨ Cost baseline ¨ Project funding requirements ¨ Performance reports ¨ Approved change requests ¨ Project management plan ¨ Cost change control system ¨ Performance measurement analysis ¨ Forecasting ¨ Project management reviews ¨ Project management software ¨ Variance management ¨ Cost estimate (updates) ¨ Cost baseline (updates) ¨ Performance measurements ¨ Forecasted completion ¨ Requested changes ¨ Recommended corrective actions ¨ Organizational process assets (updates) ¨ Project management plan (updates) Monitor & Control ¨ PV .

Heuristic is a rule of thumb (e.1 Quality Planning by identifying which quality standards are relevant to the project and determining how to satisfy them ¨ EEF ¨ OPA ¨ Project scope statement ¨ Project management plan Inputs Tools and Techniques ¨ Cost-benefit analysis ¨ Benchmarking ¨ Design of experiments ¨ Cost of quality (COQ) ¨ Additional quality planning tools Outputs / Deliverables ¨ Quality management plan ¨ Quality metrics ¨ Quality checklists ¨ Process improvement plan (steps to analyze processes to identify waste & non-value added items ¨ Quality baseline ¨ Project management plan (updates) 8.e. Act Kaizen (Continuous Improvement): Small improvements in products or processes to reduce costs and ensure consistency of products or services. Check.2 Perform Quality Assurance by employing activities to ensure the project employs all processes needed to meet requirements ¨ Quality management plan ¨ Quality metrics ¨ Process improvement plan ¨ Work performance information ¨ Approved change requests ¨ Quality control measurements ¨ Implemented ¨ Quality planning tools and techniques ¨ Quality audits ¨ Process analysis ¨ Quality control tools and techniques ¨ Requested changes ¨ Recommended corrective actions ¨ Process analysis ¨ Quality control tools and techniques ISO 9000: An international standard thatdescribes a recommended quality system. Quality is planned in. Project may not reap benefits since they are later in product lifecycle (i.g. Do. and fitness for use. Does not include quality procedures or forms. specifications. Other Notes . Cost of quality is total cost of all efforts related to quality. Rule of Seven) Executing Deming: Plan. not inspected in. lower returns) Process Group Planning Quality is ³the degree to which a set of inherent characteristics fulfill requirements´ Customer Satisfaction: Conformance to requirements.Preparation Worksheet #5 Project Quality Management ± processes to ensure that the project will satisfy the needs for which it was undertaken & implements the quality management system Area Process 8.

73% ¨ +/.2 sigma = 95.g.Project Quality Management ± processes to ensure that the project will satisfy the needs for which it was undertaken & implements the quality management system Area Process Inputs change requests ¨ Implemented corrective actions ¨ Implemented defect repair ¨ Implemented preventative actions 8.3 sigma = 99.g.1 sigma = 68.99 % Variable: Characteristicto be measured (e.26% ¨ +/. Tools and Techniques Outputs / Deliverables Process Group Other Notes .3 Perform Quality Control by monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance ¨ Quality management plan ¨ Quality metrics ¨ Quality checklists ¨ OPA ¨ Work performance information ¨ Approved change requests ¨ Deliverables ¨ Cause and effect diagram ¨ Control charts ¨ Flowcharting ¨ Histogram ¨ Pareto chart ¨ Run chart ¨ Scatter diagram ¨ Statistical sampling ¨ Inspection ¨ Defect repair review ¨ Quality control measurements ¨ Validated defect repair ¨ Quality baseline (updates) ¨ Recommended corrective actions ¨ Recommended preventative actions ¨ Requested changes ¨ Recommended defect repair ¨ OPA ¨ Validated deliverables ¨ Project management plan (updates) Monitor & Control ¨ +/. pounds) StatisticalIndependence: The probability of 1 event occurring does not affect the probability of another event occurring.6 sigma = 99.46% ¨ +/. inches. shape) Attribute: The measurement (e. size.

text formats) ± responsibility assignment matrix (RAM) ¨ Networking ¨ Organizational theory 9. Forcing is last.3 Develop Project Teamby improving competencies & interactions to enhance ¨ Project staff assignments ¨ Staffing management plan ¨ General management skills ¨ Training ¨ Team-building ¨ Team performance assessment includes 1) improvements in skills for individuals Executing Maslow¶s Hierarchy of Needs (in order): ¨ Physiological (Lowest) ¨ Safety Outputs / Deliverables ¨ Roles and responsibilities (role. documenting project roles. technical. 9. responsibilities & reporting relationships as well as creating the staffing management plan Inputs ¨ EEF (organizational. competencies required) ¨ Project organization charts ¨ Staffing management plan Process Group Planning Staff management plan includes 1) staff acquisition 2) timetable 3) release criteria 4) training needs 5) recognition & rewards 6) compliance 7) safety Other Notes . checklists) ¨ Project management plan (activity resource requirements) Tools and Techniques ¨ Organization charts and position descriptions (hierarchical charts.1 Human Resources Planning by identifying.2 Acquire Project Teamby getting the human resources needed to complete the project ¨ EEF ¨ OPA ¨ Roles and responsibilities ¨ Project organization charts ¨ Staffing management plan ¨ Pre-assignment ¨ Negotiation ¨ Acquisition ¨ Virtual teams ¨ Project staff assignments ¨ Resource availability ¨ Staffing management plan (updates) Executing Conflict Resolution Techniques: ¨ Problem Solving (Address interests) ¨ Compromising (Middle ground) ¨ Forcing (Impose judgement) ¨ Withdrawal (Avoidance) ¨ Smoothing (Peace keeping) PMI recommends Problem Solving as best choice followed by compromising. logistical & political) ¨ OPA (templates. authority. responsibility. matrix charts. interpersonal.Preparation Worksheet #6 Project Human Resource Management ± process the organize & manage the project team Area Process 9.

Ouchi's Theory Z . location items that were successful 4) special skills discovered during the project Preparation Worksheet #7 . avoid responsibility. and avoid work. MacGregor¶s Theory Y ± People are willing to work without supervision and want to achieve.project performance ¨ Resource availability activities ¨ Ground rules ¨ Co-location ¨ Recognition and rewards 2) improvements in competencies for the group as a whole 3) reduce staff turnover rate ¨ Social ¨ Esteem ¨ Self-Actualization (Highest) MacGregor¶s Theory X ± People must be constantly watched. consulted and held collectively responsible. providing feedback. They are incapable.People work effectively when secure. 9.4 Manage Project Teamby tracking member performance. resolving issues and coordinating changes to enhance project performance ¨ OPA ¨ Project staff assignments ¨ Roles and responsibilities ¨ Project organizational charts ¨ Staffing management plan ¨ Team performance assessment ¨ Work performance information ¨ Performance reports ¨ Observation and conversation ¨ Project performance appraisals ¨ Conflict management ¨ Issue log ¨ Requested changes ¨ Recommended corrective actions ¨ Recommended preventative actions ¨ OPA (updates) ¨ Project management plan (updates) Monitor & Control Lessons learned documentation can include 1) org charts as templates 2) rules or techniques that were particularly successful 3) virtual teams.

dissemination.2 Information Distributionthrough making needed information available to project stakeholders in a timely manner ¨ Communications management plan ¨ Communications skills ¨ Information gathering and retrieval systems ¨ Information distribution methods ¨ Lessons learned process 10. Speeches ¨ Informal Written ± Memos. Conversations Comm. assumptions) Inputs Tools and Techniques ¨ Communications requirements analysis ¨ Communications technology Outputs / Deliverables ¨ Communications management plan (provides 1) stakeholder requirements 2) info to be communicated 3) responsibility 4) methods & frequency 5) escalation 6) updating ) Process Group Planning Communication Methods: ¨ Formal Written ± Project Plans/Charters ¨ Formal Verbal ± Presentations.3 Performance Reporting by collecting and disseminating performance information including status reporting. storage and ultimate disposition of project information. e-mail ¨ Informal Verbal ± Meetings.Project Communications Management ± Processes required to ensure timely and appropriate generation. Other Notes . collection.1 Communication Planning by determining the information and communications needs of the stakeholders ¨ EEF ¨ OPA ¨ Project scope statement ¨ Project management plan (constraints. Channels: N(N-1)/2 where N is equal to the number of people. ¨ 10. progress measurement & forecasting ¨ Work performance information ¨ Performance measurements ¨ Forecasted completion ¨ Quality control ¨ Information presentation tools ¨ Performance information gathering and compilation ¨ Status review meetings ¨ Performance reports ¨ Forecasts ¨ Requested changes ¨ Recommended corrective actions Monitor & Control Performance Reporting Tools: ¨ Status Report ¨ Progress Report ¨ Trend Report ¨ Forecasting Report ¨ Variance Report ¨ Earned Value** ¨ OPA ¨ Requested changes Basic elements of communication: ¨ Sender (or encoder) ¨ Message.90% of their time communicating. ¨ Receiver (or decoder) Executing PM should spend 70 . provide the critical links among people & information that are needed for successful communications Area Process 10.

plan & execute the risk management activities for ¨ EEF ¨ OPA ¨ Project scope statement ¨ Project Inputs Tools and Techniques ¨ Planning Meetings and analysis Outputs / Deliverables ¨ Risk Management Plan Process Group Planning Risk management plan includes methodology. budget. analyzing and responding to project risk. and resolve issues with.measurements ¨ Project management plan (performance measurement baseline) ¨ Approved change requests ¨ Deliverables 10. objective is to increase the probability & impact of positive events and to decrease the probability and impact of adverse events Area Process 11. timing.1 Risk Management Planning by deciding how to approach. scoring / interpretation. responsibilities. project stakeholders ¨ Communications management plan ¨ OPA ¨ Time reporting systems ¨ Cost reporting systems ¨ OPA ¨ Communications methods ¨ Issue logs ¨ Resolved issues ¨ Approved change requests ¨ Approved corrective actions ¨ OPA ¨ Project management plans (updates) Monitor & Control Preparation Worksheet #8 Project Risk Management ± processes concerned with planning. Risk Categories: Other Notes . reporting. identifying.4 Manage Stakeholders by managing communications to satisfy he requirements of. etc. thresholds. tracking. roles.

and decision tree analysis.3 Qualitative Risk Analysisby prioritizing risks for further analysis or action by assessing & combining their probability of occurrence & impact ¨ OPA ¨ Project scope statement ¨ Risk management plan ¨ Risk register ¨ Risk register (updates) Planning Use of low precision data may lead to faulty analysis. modeling &simulation) ¨ Risk register (updates) including 1) probabilistic analysis of the project for schedule & cost outcomes 2) prioritized list of quantified risks 3) trends in quantitative risk results) Planning Quantitative analysis follows qualitative analysis. root causes. cost management ¨ Data gathering and representation techniques ¨ Quantitative risk analysis and modeling techniques (sensitivity analysis. potential responses.2 Risk Identificationby determining which risks might affect the project and documenting their characteristics ¨ EEF ¨ OPA ¨ Project scope statement ¨ Risk management plan ¨ Project management plan ¨ Documentation reviews ¨ Information gathering techniques ¨ Checklist analysis ¨ Assumptions analysis ¨ Diagramming techniques ¨ Risk probability and impact assessment ¨ Probability and impact matrix ¨ Risk data quality assessment ¨ Risk categorization ¨ Risk urgency assessment ¨ Risk register (includes list of risks. Risks calculated as high or moderate would be prime candidates for further analysis.a project management plan ¨ Technical ¨ Project management ¨ Organizational ¨ External 11.4 Quantitative Risk Analysisthrough numerically analyzing the effect on overall project objectives of identified risks ¨ OPA ¨ Project scope statement ¨ Risk management plan ¨ Risk register ¨ Project management plan (schedule management plan. and updated risk categories) Planning Risk Components: ¨ Risk event ¨ Risk event probability ¨ Risk event consequence ¨ Risk event status 11. expected monetary value analysis. 11. Objectives include: ¨ Determine probability of reaching project objectives ¨ Determine size of contingency needed ¨ Identify risks requiring most attention based on their priority ¨ Identify realistic cost and scope .

Contingency Reserve accounts for known risks that have been accepted. or if the strategy might not be fully effective.5 Risk Response Planning by developing options & actions to enhance opportunities & reduce threats to project objectives ¨ Risk management plan ¨ Risk register ¨ Strategies for negative risk or threats (avoid. monitoring residual risks and identifying new risks.6 Risk Monitoring and Controlby keeping track of identified risks. Secondary risks arise from implementing the contingency plan. executing risk response plans and evaluating their effectiveness throughout the project life cycle ¨ Risk management plan ¨ Risk register ¨ Approved change requests ¨ Work performance information ¨ Performance reports ¨ Risk reassessment ¨ Risk audits ¨ Variance and trend analysis ¨ Technical performance measurement ¨ Reserve analysis ¨ Status meetings ¨ Risk register (updates) ¨ Requested changes ¨ Recommended corrective actions ¨ Recommended preventative actions ¨ OPA ¨ Project management plan (updates) Monitor & Control Purpose of Risk Monitoring is to determine if: ¨ Risk responses implemented as planned ¨ Risk response actions were as effective as planned ¨ Project assumptions are still valid ¨ Risk trigger has occurred ¨ Risk exposure has changed . transfer or mitigate) ¨ Strategies for positive risks or opportunities (exploit. Fallback plan is a management plan that identifies alternative project approaches if the risk has high impact. 11. share or enhance) ¨ Strategy for both risks and opportunities (acceptance) ¨ Contingency response strategy ¨ Risk register (updates) ¨ Project management plan (updates) ¨ Risk-related contractual agreements Planning Contingency Plan is a management plan that identifies alternative strategies to be used to ensure project success if specified risk events occur.plan) targets 11.

cost plus fixed fee or cost plus incentive fee) ± place risk on buyer ¨ T&M ± Time and Materials (aspects of FP and CR contracts) Moderate cost risk to buyer. etc«) ¨ Contract statement of work (updates) Planning Procurement management plan can include 1) type of contract 2) independent estimates 3) standardized procurement documents 4) constraints & assumptions 5) lead times for contracting coordination 6) make-orbuy documentation 7) scheduled dates in contracts 8) performance metrics for managing contracts Inputs Tools and Techniques ¨ Make or buy analysis ¨ Expert judgment ¨ Contract types Outputs / Deliverables ¨ Procurement management plan ¨ Contract statement of work ± needs to be clear. complete and concise ¨ Make or buy decisions ¨ Requested changes Process Group Planning Contract Type: ¨ FP ± Fixed Price or Lump sum.Preparation Worksheet #9 Project Procurement Management ± processes required to acquire goods and services from outside the performing team. resource requirements. technical capability. administering contractual obligations placed on the project team by the contract Area Process 12. project schedule. financial capacity. references. cost baseline) 12.2 Plan Contracting by documenting products. riskrelated contractual agreements.) Other Notes . riskrelated contractual ¨ Standard forms ¨ Expert judgment ¨ Procurement documents ¨ Evaluation criteria (can include cost. activity cost estimates. services & results requirements and identifying potential sellers ¨ Procurement management plan ¨ Contract statement of work ¨ Make or buy decisions ¨ Project management plan (risk register.1 Plan Purchases and Acquisitionsby determining what to purchase or acquire and when to do it ¨ EEF ¨ OPA ¨ Project scope statement ¨ WBS ¨ WBS dictionary ¨ Project management plan (risk register. (Simplest form is PO) ± risk on seller ¨ CR ± Cost Reimbursable (cost plus fee. business type.

and price.3 Request Seller Responses by obtaining information. project schedule. cost baseline) 12.4 Select Sellers by reviewing offers. applicable law. contract financing. project schedule. resource requirements.agreements. choosing among potential sellers.5 Contract Administrationby managing contract & relationship between the buyer & seller. The PM must work closely with this group to ensure that project objectives are met. activity cost estimates. quotations. activity cost estimates. ¨ Bidder conferences ¨ Advertising ¨ Develop qualified sellers list ¨ Qualified sellers list ¨ Procurement document package ¨ Proposals Executing All bidders conference Q&A should be put in writing and issued to all potential sellers as an addendum to the procurement docs. bids offers or proposals 12. resource requirements. cost baseline) 12. . documenting ¨ Contract ¨ Contract management plan ¨ Selected sellers ¨ Performance reports ¨ Approved change ¨ Contract change control system ¨ Buyer-conducted performance review ¨ Inspections and audits ¨ Contract documentation ¨ Requested changes ¨ Recommended corrective actions Monitor & Control Contracts are often managed by a contract department who have authority and responsibility for contracts. riskrelated contractual agreements. ¨ Weighting system ¨ Independent estimates ¨ Screening system ¨ Contract negotiation ¨ Seller rating systems ¨ Expert judgment ¨ Proposal evaluation techniques ¨ Selected sellers ¨ Contract ¨ Contract management plan ¨ Resource availability ¨ Procurement management plan (updates) ¨ Requested changes Executing Objectives of Negotiation: ¨ Obtain a fair and reasonable price ¨ Develop a good relationship with the seller (should be a win-win situation) Items to negotiate include: Responsibilities. and negotiating a written contract ¨ OPA ¨ Procurement management plan ¨ Procurement documents ¨ OPA ¨ Procurement management plan ¨ Evaluation criteria ¨ Procurement document package ¨ Proposals ¨ Qualified sellers list ¨ Project management plan (risk register. authority. technical and business mgmt approaches.

and manage contract change requests ¨ Work performance information ¨ Performance reporting ¨ Payment system ¨ Claims administration ¨ Records management system ¨ Information technology ¨ OPA ¨ Project management plan (updates) 12. deliverable acceptance. Decentralized Contracting ± A contract administrator is assigned to each project.6 Contract Closurethrough completing and settling each contract. including resolution of any open items ¨ Procurement management plan ¨ Contract management plan ¨ Contract documentation ¨ Contract closure procedure ¨ Procurement audits ¨ Records management system ¨ Closed contracts ¨ OPA (update contract file. and lessons learned documentation) Closing Centralized Contracting ± A separate contracting office handles contracts for all projects.performance to establish corrective actions. .

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